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This book applies various theoretical tools to explore the advantages and disadvantages of performance management systems, the ways in which they can be improved, and the strategies through which they can be designed and integrated into the policy making process. By providing both theoretical insights and practical applications, it offers a unique perspective. Using four methods of research that have been rarely applied in the performance management literature: formal (game-theoretical) modelling, operational management, new institutionalism, and cross country statistical comparisons based on international data sets, the book illuminates different aspects of performance management systems in the public sector. It offers an integrative theoretical framework for explaining and designing such systems and their integration into the policy making process, and will open up new avenues of research, expose scholars and students to new methodological tools and equip public officials, politicians and citizens with practical methods for improving the performance of the public sector.
List of contents
Ch. 1: Introduction.- Ch. 2: Performance Management in the Public Sector: The State of Art.- Ch. 3: Performance Management, Gaming and Monitoring in Democratic Systems.- Ch. 4: Performance Management, Managerial Quality and Government Performance: A Cross Country Quantitative Analysis.- Ch. 5: A Framework for Strategic Performance Management for the Public Sector Using the Analytic Hierarchy Process.- Ch. 6: Integrating Performance Management into the Policy Process via Institutional Analysis Framework.- Ch. 7: Performance Management in the Public Sector, Effective Governance and Democracy.-
About the author
Shlomo Mizrahi is Associate Professor at the Department of Public Policy and Administration, Ben-Gurion University of the Negev, Israel. Together with Eran Vigoda-Gadot, he is the author of
Managing Democracies in Turbulent Times - Trust, Performance, and Governance in Modern States.
Summary
This book applies various theoretical tools to explore the advantages and disadvantages of performance management systems, the ways in which they can be improved, and the strategies through which they can be designed and integrated into the policy making process. By providing both theoretical insights and practical applications, it offers a unique perspective. Using four methods of research that have been rarely applied in the performance management literature: formal (game-theoretical) modelling, operational management, new institutionalism, and cross country statistical comparisons based on international data sets, the book illuminates different aspects of performance management systems in the public sector. It offers an integrative theoretical framework for explaining and designing such systems and their integration into the policy making process, and will open up new avenues of research, expose scholars and students to new methodological tools and equip public officials, politicians and citizens with practical methods for improving the performance of the public sector.
